Summary of Ageing workforce

Certain challenges in managing an ageing workforce described in a journal titled “The Challenges of an Ageing Workforce: an Introduction to the Workforce Management Issues” are established on the organizational system amendments, despite the fact that others mainly related this issue with attention to the personal concerns of both older and younger staff along with their inter-relationship. The article has concluded that in order to exploit the involvement and also to realize the skills of older employees, there is a necessity of strategic and effective interventions should be made by the local governments, the company managers, community, unions, and other related sections (Connell, Nankervis, & Burgess, 2015).

Meanwhile, the journal article titled “How do employers cope with an ageing workforce? Views from employers and employees” mentioned that there is a policy dilemma that specifically appeared in Europe that required the governments to deal with the economic significances of ageing population. Even though the Governments have been designing and applying lots of policy reforms which expected to improve the employability and also the older workers’ productivity, but the actions are still quite contrasted with the business actions performed by the companies (Dalen, Henkens, & Schippers, 2010).

In the context of some issues in ageing workforce, a journal titled “Challenges of managing an ageing workforce” has described that the organizations must elaborate an effective Human Resource Management system to put more focus on some issues related to age management (Čiutienė & Railaitė, 2014).

Brief Discussion of Ageing workforce

The ageing of both working and also non-working people have demonstrated various challenges for some parties such as employers, the policymakers, other employees and also the larger community. How all of these challenges could be addressed might be relied on how the transformation toward a diverse community would have appeared in the future. Numbers of policies to be addressed have concentrated on attempting to motivate the older employees to maintain both their employability and also their delay retirement. This could be accomplished only by addressing the modification and restructure for the workplace, put more focus on the financial structure, societies, and accommodation to enable a better workforce along with the workplace contribution (Connell, Nankervis, & Burgess, 2015).

In addition to this, the staff in ageing societies would be unavoidably be challenged with some economic issues related to an ageing workforce. Furthermore, formulating the proper policies that would able to improve both the employability and older workers’ productivity is considered as one of the major challenges that the managers will have to face in few years ahead. Even though the Governments have been scheming and implementing lots of policy reforms to improve the employability and the older workers’ productivity, but the actions are still contrasted with the business actions performed by the companies. The vastly ageing society which combined with a sturdy and worldwide recession have triggered a serious dilemma where the employers could remain to their passive business attitude in which unproductive employees would be dumped from the company, or else, the employers could try to embrace further effective policies where both payment and productivity are accorded, along with treating equally for both younger and older employees (Dalen, Henkens, & Schippers, 2010).

The Human Resources Management which usually acts as a bridge between the entire employees with the executives or employers is the one who should take action in addressing the issues in ageing workforce. The first reason is due to there are some issues that need more attention to the needs, working conditions, and the improvement of workplace which viewed differently by the younger and elder employees. Secondly, the HRM should play its part to give better attention to the skills of employees rather than to the age of employees, since some tasks related to the business work do not rely on age. The third reason is due to some of young employees still have deficiency in practical knowledge, skills, and experience. Thus, the HRM should appropriately designed the job recruitment along with the procedures to make sure of avoiding a gap of competencies between the younger and elder employees. The next reason is due to older employees are often related to some negative stereotypes that might interfere their employment, work performance, and also career planning. Ultimately, companies need to realize that age management edges are valuable for the company itself. For this reason, the companies need to align the HRM and ageing workforce with the strategic goals and requirements of the company (Čiutienė & Railaitė, 2014).

Conclusion of Ageing workforce

All of the issues regarding ageing workforce such as employability, payment and productivity, working conditions, a gap of competencies, and also work performance could be addressed in the company with the support of Human Resource Management. However, research has shown that up till now, it appears that some companies still take no further actions to align with the Government policies regarding the ageing workforce.